Hybrency

A platform focused on closing the strategy execution gap in the sales/marketing/growth/demand/revenue ops...[whatever you want to call it] function.  

Removing roadblocks and de-risking sales and marketing-related expenditure.

To create a dependable way for firms to achieve their goals.

The platform joins the phases of strategic planning, tactical execution and measurement into a circular system.

Leveraging scientific laws of sales & marketing, and then using feedback loops to optimize growth over time. Pointing teams in the right direction while avoiding common pitfalls automatically.

Allowing for the creation of a continuous, self-optimizing growth loop at scale.

Built upon hybrid service delivery infrastructure. Brands can quickly create their own high-performance teams. Full-time staff can be blended with world-class external expertise without experiencing the usual trade-offs

The platform is sector agnostic and works well in both product and service contexts, but focused primarily on the services sector for the time being.

Founder

Various

Advisory to various privately-owned company executives via a formalized, independent advisory board structure

Board Advisor

Champagne Strategy Podcast

Not suitable for junior professionals or bureaucrats.

Host of the Champagne Strategy show where we deconstruct world-class strategy, growth, marketing and the latest tech, with a sprinkling of Champagne.

We uncover modest achievers and perhaps the less famous but more interesting people of the business world. People who often keep a low profile and are hard to coax into an interview. 

They aren't the vapid self-promoter types you see on the speaking circuits, or constantly in the press. They are too busy doing great work.

Learn from their practical, wisdom and escape the world of business misinformation

Listen to an episode if you dare, but be warned, there's no going back.

Host

Australian Podcast Awards

Judging a selection of entries as part of the Australian Podcast Awards

Judge

Proptech Association Australia

Judge for entries in the Proptech Australia awards 2023

Awards Judge

Champagne Society

A passion for tasting Champagne and posting on Instagram became something bigger

Sommelier

James Hammon & Co.

Tactical Execution Agency (growth marketing) available to select clients only.

Suitable for PE firms in the services & SaaS sectors

- growth focused
- media agnostic
- creative production
- operational systems and tech-stacks
- media buying
- campaign management & optimization
- marketing asset management
- much more which could be answered in a short phone call

Director

BuildZoom

PRODUCT - 10 million page contractor sourcing marketplace in the US

TOOLKIT - Demand gen via SEO, SEM, display, social, content optimization, attribution modeling, tracking & tagging, inventory level remarketing, audience management, customer profiling & segmentation. 

RESULTS -  With no vendor support, achieved record GMV and sales in just 3 months during what is typically the quietest period of the year. SEM conversion rate doubled. Unit Economics dashboard

Growth Manager

SearchX

BDM for web development and application projects, SEO, PPC

Digital Strategist

SEO and PPC campaign/account management
BDM and sales
Client facing role

Campaign Manager

Great commercial strategy allows everyone to hit their targets and reduces stress. But it's not a planning doc and more than just product, sales or marketing. Follow for platitude-free brain energy.

If you're a senior leader responsible for high-value outcomes like customer acquisition, market share, revenue, profit, equity etc, read on

Commercial strategy involves 3 steps that are far harder than they appear
1 - Crafting product offerings
2 - Marketing and selling them successfully 
3 - Selling more at higher margins

It's extremely cross-functional yet:

Marketers will say the secret is brand, creative design & advertising 

Product/engineering will argue it's products that sell themselves

Finance will want to cut M&S, raise prices and ask about ROI

Sales will want more/better leads

Digital will want a new website or martech and more people posting on social

And they're all right - sometimes

Which is the problem. Because. choices will be full of tradeoffs, pitfalls and complexity.

Many are tempted to buy the latest tech, hire the hottest agency or buy into the pitch from a buzzword-fluent consultant.

But what you often need is just a tailored strategy that includes execution. 

My brand of independent advisory helps leaders slice through all the noise and misinformation - and sets up teams for success. 

We'll help craft your company's secret recipe and perfect this dish over time until it's something people buy, tell others about and come back for more. 

But forget 90's-era consulting full of clunky projects, models, decks & spreadsheets. 

This is modern, lean and mean strategy designed for implementation and focused on outcomes.

It works because I've combined the best parts of my expertise in:
- the classical marketing world (advertising agency experience)
- digital media & software systems (ran my own agency for 8 years)
- the Silicon Valley growth process (Growth Manager for startup in San Francisco)
- Business strategy (5yrs of applied consulting & advisory)

Connect via personalized DM, but if you want to pitch, just be specific and brief

I'm hired as a: Consultant, Advisor, Advisory Board Member/Chaair, Interim/fractional Chief Marketing Officer (CMO), Chief Growth Officer (CGO), Chief Revenue Officer (CRO) etc.

Budget
Consulting/Advisory/Workshops/Speaking ~ POA ($5k+)

Sans budget 
(see link in bio)
Newsletter $0
Champagne Strategy podcast $0
Hybrency YouTube clips $0
Follow on social $0

Solving business problems together - priceless

John James

A snippet from a recent virtual event explores the 4 growth/GTM eras: from traditional media reliance to the digital boom, privacy disruption and the new AI era (2022+). 

Matthew Daniell and I recently explored the topic of 'Marketing Effectiveness' in part 2 of a 3-part series which you can now catch up on via YT. 

I feel so much has changed in just the past 2 years let alone the last 10 since digital media peaked. And I still see job descriptions on my feed here every day which read like they were written in a bygone era (typically lagging a decade behind reality). Positions that are doomed to fail from the beginning.

Noticing the same? Interested to hear your stories below. 

And if you to know the secret to growth in the new post-AI era? Have a listen and get in touch.

Commercial Strategy for Services & Tech - Champagne Aficionado

Tis the season to be jolly, but also feeds flooded with 2026 predictions. Here's something to remind you to take them all with a heavy grain of salt. 

We can all laugh at this one, but it's pretty hard to predict the future. On the flipside, there's some predictions which have turned out exact.

I'm reminded of Scott Galloway's NYU speech where he forsees the downfall of traditional ad agency networks. Go and watch it now - it's called 'The death of the advertising industrial complex' 

He was ridiculed by many people in the industry at the time because he said something that threatened dogma, jobs and many people's belief systems. But he wasn't wrong. Just early - 9 years early. Because you'll notice advertising holding co's are rapidly crumbling as we speak. 

Got another eerily accurate prediction example you can think of?
Or one that's as hilarious as this Gartner example? 

I'm keen to hear it below.

This is an on-point list for anyone interested in the commercial returns side of digital marketing. But Rachel Kennedy is also correct in the comments

One of the few people Zuckerberg says was critical to building Meta…
Just wrote the book on digital marketing.

It's called Click Here by Alex Schultz.
15 insights that stood out to me:

1. Don't use a microscope for measurement
"If you need a data scientist and a microscope to determine if your marketing had an impact, well then, it didn’t."

2. Performance Marketing doesn't exist 
"There is no such thing as ‘performance marketing’. All marketing performs."

3. Scrutinise your MMM
"You should use models, but I believe you should only use them when you have run the experiment first, and then you must periodically back-test to make sure the result is still valid"

4. Agency partners are critical 
"I would be nowhere without my agency partners."

5. Pick an agency on results not awards
"My number one sign to look for in a creative agency is that they focus on their results over their awards."

6. Put incrementality above all else
"Remember, incrementality is everything, so you must always ask how that applies at any given stage of conversion."

7. Experiments are essential
"You cannot do incrementality without experimentation."

8. Marginal ROI drives huge yields
"There is huge yield to simple budget allocation decisions based on marginal ROI, not just looking at the averages."

9. Measurement has limits
"No measurement is perfect, and many crucial outcomes can’t be measured at all."

10. Be explicit with AI
"Anything you can do to teach the systems you are buying from what you are looking for will get you better results".

11. Ask your finance team for help
"This is helpful because the finance team is experienced and smart, and they often come up with good ideas that make us better."

12. Get the CFO to believe 
"A top-level goal of mine for the past twenty years across Meta and eBay has been that the CFO believes the measurement I perform."

13. We sell or else
"Steve Harrison’s 'Can’t Sell Won’t Sell' is a compelling read if you want to be challenged about the industry by someone willing to swim against the tide."

14. This is the right question to always ask
"Did anything happen because I ran my ad?"

15. How marketing works doesn't change
"Tools evolve, but principles are timeless."

The book is a comprehensive look inside the mind of someone who shaped modern digital marketing.

Australia just passed the 50% ratio where over half of energy comes from renewable sources. 50.1% to be exact. But the cost column is the most interesting. 

Note: some renewables require more expensive storage and release infrastructure which means direct comparisons are messy to make irl but still interesting all the same. 

Nice graph and article from Michael West

3 things the AI-era has enabled (and valuable) which weren't possible just a few years ago. What would you add?

1 - Synthetic company spokesperson

Not only are most employees unwilling to get on camera but spokespeople suffered from key person risk. Creating a financial, functional and political issue. Plus, they aged over time. 

Creating a synthetic spokesperson who never ages, doesn't take a salary, doesn't try to leverage fame for gains elsewhere, and can embody your brand without ever introducing reputational risk, in any form...

that just makes so much sense. 

2 - In-house agencies. 

There is no functional reason to outsource anything to external agencies these days. Politically, there still is. And financially, legally, there can be. But technically, no team needs to get a third party to produce any collateral, buy media and ship anything. 

Of course this is relatively new and many firms  are yet to embrace this new paradigm, but in-housing actually enables you to move much faster and more accurately. Which will increasingly be THE only source of marketing CA. 

Third party vendors just expose you to the downsides of the Principal Agent problem. 

3 - Middle management administration. 

Just helped run a Microsoft AI webinar and the things that you can do to completely automate away all the daily admin is just insane. 

There really is no functional need to EAs, PAs, team managers and middle managers anymore. Daily email inbox management, task management, team collaboration/comms, and reporting can all be heavily automated.

Meaning in the future there will only be directors setting strategy (what needs to be done and how) and executors (people doing the work). Everyone in the middle will increasingly be caught in the squeeze space. 

Which really changes former political dynamics whereby execution-level employees were traditionally viewed and treated as lower in the power hierarchy. 

Expect to pay a lot more for skilled executors in the future.  

And a lot less for hands-off managers who never get there hands dirty. 

What did I miss?

Property Dollar

As the Chief Growth Officer at Property Dollar, I lead our efforts to grow and expand. My role involves finding new users, keeping them engaged, and making sure our app continues to grow in popularity.

Driving App Downloads:
I work on getting more people to download our app. This means using different strategies to make sure people know about Property Dollar and want to try it out.

Enhancing Brand Awareness:
I focus on making Property Dollar more well-known. This involves things like advertising, working with people who can help spread the word, and getting media coverage.

Fueling Organizational Growth:
I look for ways to make Property Dollar even better and reach more people. This might mean finding new places to offer our services or teaming up with other companies to make Property Dollar even more useful.

Revenue Strategy:
I help come up with ways for Property Dollar to make money while still offering a great service for our users. This could involve things like offering premium features or finding new ways to make money from our existing services.

Data-Driven Decision-Making:
I use information about how people are using Property Dollar to figure out what we should do next. This helps us make smart decisions that will help our app grow and improve.

Chief Growth Officer

Prospecta Software

Content Strategy and Campaign Alignment - Leading a team of 3 creative specialists and one content strategist, my role here is to create, strategise, and execute digital campaigns to create awareness, generate demand and acquire net new customers from the enterprise GTM tier (revenue > $1B)

Building the brand - Working with brand specialists to create brand values and attributes that will govern organisation values and internal and external communications. I aim to create a consistent and delightful experience for our customers so they prefer associating with the Prospetca brand.

Product Marketing and Demand Generation –
Leading a team of digital and demand gen specialist and five Business Development Representatives to ensure the business achieves its quarterly revenue targets and focus on MOM and QOQ growth.

Building Partner Ecosystem - 
-Ensuring to build a partner ecosystem globally to promote MDO and FUSE
-Leading a team of excellent Regional Channel Managers to work with local and regional partners
-Onboarding, training, certification, goal alignment, and revenue pivot planning with all partners.

Director - Marketing 

Alteryx

• Own and drive high-value pipeline generation and acceleration in the named accounts and enterprise segment, working closely with the sales leadership and enterprise / named accounts teams across APJ.
• Work closely with the global marketing teams to define campaign strategy and rollout plan, modifying according to APJ-specific requirements and nuances, and ready for field marketers to execute.
• Drive ABM program across APJ, targeted at named accounts including managing targeted campaigns, enriching contact databases, executing Alteryx Days events, running C-level or executive roundtables, etc.
• Lead joint campaign planning and regional engagement with key GSIs and technology alliances and handing over to field marketing teams for execution.
• Educate and influence global marketing teams to understand APJ requirements and nuances so that these can be incorporated into globally produced programs and campaigns.
• Effectively manage budgets and track performance of key campaigns and activities to evaluate ROI of programs and use as inputs in improving quality.
• Research and assess relevance and effectiveness of external events and sponsorship opportunities and lead negotiation for all APJ to ensure scalability of execution and derive maximum value for the company.
• Collaboration with global marketing teams for coherent and engaging long-term nurture
campaigns and processes.
• Lead APJ cross-functional Demand Generation Council to float up APJ campaign requests and requirements and provide timely and comprehensive feedback on campaign ideas and concepts

Senior Manager - Enterprise Marketing, Asia Pacific and Japan

•	Drive the ANZ territory strategy, by creating and executing a calendar of online and offline activities to increase awareness, drive engagement, generate leads, and support conversion rates.
•	Build and own the strategy for the localisation of our brand, messaging and communication channels, and the creation of content that resonates with the ANZ audience.
•	Plan and manage the flow of leads from campaigns and events into marketing automation systems and to sales team stakeholders to maximize pipeline generation and conversion.
•	Effectively manage budgets and track the performance of activities to evaluate the ROI of programs.
•	Research local market and competitor trends in order to identify external event and sponsorship opportunities, and internal event and workshop priorities to ensure maximum brand awareness and ROI.
•	Manage the execution of scalable and efficient events that allow effective time rapid response to field sales requests.
•	Provide exceptional customer service to internal and external stakeholders, and act as a trusted advisor for the ANZ Regional Lead.
•	Monitor email marketing metrics (opens, click-throughs, deliverability, registrations, etc.) and analyse/report the results to implement actions that enhance effectiveness (tests, etc.).
•	Effective project management to deliver projects within agreed timeline and in budget.
•	Collaboration with corporate marketing of long-term nurturing campaigns and processes

Regional Head of Marketing - Australia and New Zealand 

Gerard Lighting Pty Ltd

At Gerard, I worked as a data-driven business Insights Marketer in one of the most exciting times of B2B Marketing. While things are changing in the way a customer consumes information, we make sure that we supply helpful and constructive information in the right tone and at the right time. My day to day work includes:
•	Build and manage a rich content/editorial calendar that attracts a qualified audience to our owned properties (including blog posts, whitepapers, ebooks, reports, webinars, infographics, etc.).
•	Build and manage the company’s social media profiles and presence, including Facebook, Twitter, LinkedIn, and additional channels that may be deemed relevant.
•	Collaborate with designers, product marketers, sales professionals, and external influencers and industry experts to produce relevant content that meets the needs of both key stakeholders and our audience.
•	Work on Commercial Strategy for architects and lighting designers.
•	Indulging creativity to inspire Australian homes with the best and most inspirational commercial lighting.
•	New product development initiatives, launches and marketing strategies.

Marketing Manager - Commercial and Retail

ShoreTel

•	Build and manage a rich content/editorial calendar that attracts a qualified audience to our owned properties (including blog posts, whitepapers, ebooks, reports, webinars, infographics, etc.).
•	Grow new leads, including marketing-qualified leads, by converting site traffic through calls-to-action, landing pages, and lead generation content (including offers).
•	Optimise marketing automation and lead nurturing processes through email, content, and social channels.
•	Establish closed-loop analytics with sales to understand how our inbound marketing activity turns into customers, and continually refine our process to convert customers
•	Grow subscriber base by providing them with regular, helpful content that is aligned with their needs and interests.
•	Collaborate with designers, product marketers, sales professionals, and external influencers and industry experts to produce relevant content that meets the needs of both key stakeholders and our audience.
•	Manage both on-page SEO and off-page SEO for the company.
•	Collaborate with content marketing and blog contributors to create high-quality content around important, relevant terms.
•	Manage and improve organic search engine performance and goal-setting based on click through rates, traffic, and conversions.
•	Stay up-to-date with the latest trends and changes with SEO and major search engines.
•	Grow our email list organically, not through bought or rented lists.
•	Manage various email campaigns, including the template designs, calls-to-action, and content used in our email sends.
•	Segment lists based on behaviours like past email engagement and website interactions (content downloads, site page visits, etc.).
•	Measure results and optimise the lead nurturing workflows for these segments to convert leads into customers.

Field Marketing Manager - Contract

James Hardie Australia

1. Support the marketing team in implementing tactical events and programs, and provide project and 
administrative support. Supports the development and distribution of marketing and sales materials
2. Assists in production of advertising, marketing brochures, sales kits or other promotional materials.
3. Primary Demand Generation.
4. Pre launch market analysis for new product development.
5. Assist with the execution of marketing programs & promotions.
6. Manage direct marketing campaigns from planning to delivery and measurement of effectiveness, including newsletter creation and distribution, email campaigns, online and print advertising
7. Assist with coordination of training, and other special projects as assigned.
8. Print marketing and online marketing through blogs and SEO.
9. Assisting in new product launches.

Marketing

As the Chief Growth Officer at Property Dollar, I am working with some of the brightest minds in real estate to create an app that will empower present and future property owners with the power of equity.

My expertise spans across brand development and management, lead generation, digital marketing, product launches, and strategic planning. 

I have a strong background in both B2B and B2C industries, having led successful marketing programs for enterprise software, telecom, and lighting companies across APJ. I am a creative and analytical thinker who can develop and execute marketing strategies that align with business goals and objectives.

I possess a strong ability to lead, mentor, and motivate teams to achieve business objectives and exceed expectations. I am constantly seeking new opportunities to stay current with the latest marketing trends, technologies, and best practices, and I am highly adaptable to changes in the business environment. 

I am passionate about digital marketing and have written a book on SEO that can help anyone learn the basics of this field. I am excited to bring my experience and skills to a new organization to drive growth and success.

Rahul Bakaya

I can tell within 10 seconds which CEO actually values marketing. All I ask is one question:



“If your goal is a billion-dollar enterprise, would you invest a million in brand and marketing to get there?”

The answers always fall into two groups.

Believers:
“Show me the path. Let’s plan it.”

Non-believers:
“What if I don’t? Zuckerberg didn’t spend millions on marketing.”

And that’s the moment the truth comes out.

It’s never about the money.
It’s about the mindset.

Believers see marketing as an investment that accelerates growth.

Non-believers see it as a cost, a nice-to-have, or worse… a servant function.

One group builds brands.
The other builds excuses.

Chief Growth Officer | Marketing, Growth, Positioning | Builds scalable systems for brand, demand and revenue | Known for transforming scattered activity into outcomes

Here are the 5 most cringe things people say in LinkedIn DMs… immediately after sending the request:



👉 “Hi Rahul, I know you’re busy… but can I get 15 minutes?”
 You don’t know I’m busy.
 You just know you want 15 minutes.

👉“Loved your recent post.”
 Which one?
 I haven’t posted in two days.
 You’re lying already.

👉“Let me show you how to scale to 100K a month.”
 Brother, you haven’t even scaled your own profile picture resolution.

👉“I help founders like you with AI.”
 Cool.
 I help myself with AI too. The difference is… I actually use it.

👉“Quick question.”
 Then they send you a paragraph long enough to qualify as a Master’s thesis.

👉Bonus one:
 “Circling back.”
 We have never spoken in our lives. What exactly are you circling back to?

LinkedIn is a networking platform. Not a digital version of knocking on someone’s door with an empty Tupperware.

What’s the most unhinged DM you’ve received?

If you are a founder/CEO and planning your GTM strategy, don't make this common mistake.



Try to be everything to everyone.

In doing so, you end up being nothing to no one.

Clarity is your best friend.

Pick an audience (folks you think will buy your product)

Speak directly to that audience.

Solve one problem, really well.

It’s better to be a big fish in a small pond than a small fish in a big ocean.

Because when you’re clear about who you serve, your messaging becomes sharper.

And your conversion rates? They go up.

So if you specialise in selling a $9.99 meal to tradies, then say NO to serving hippies asking for gluten-free smashed avocado toast. 

Instead, be brutally focused on winning the tradie market.

This is why most B2B CMOs have a shorter duration than an intern.



𝐌𝐨𝐧𝐭𝐡 1-

CMO: “We need to fix our brand identity. There are real gaps in our product story and positioning.”

CEO: “Love it. Also, I’ve got a meeting with the Big 4. Can you make a PowerPoint?”

𝐌𝐨𝐧𝐭𝐡 6 -

CMO: “We still need to fix our brand identity. If we don’t, revenue will dip two quarters from now.”

CEO: “Great point. But Big 4 meeting again… Can you make a PowerPoint?”

𝐌𝐨𝐧𝐭𝐡 12 - 

CMO: “Our GTM isn’t aligned to our niche. Positioning is off. Targeting is weak. If we don’t correct this, long-term revenue and brand equity both decline.”

CEO: “Absolutely. Speaking of which, Big 4 called. One more PowerPoint?”

𝐁𝐞𝐡𝐢𝐧𝐝 𝐜𝐥𝐨𝐬𝐞𝐝 𝐝𝐨𝐨𝐫𝐬:

CEO to CFO: “I’m not sure the CMO adds much.
All he does is make PowerPoints. A junior designer… or AI… could do that.”

CFO: “Completely agree. Let’s plan his exit.”

-----------------------------------------------------------------
If you hire a CMO to be a designer, don’t be shocked when you get design instead of growth.

The quickest way to drain a company is to aim at the wrong market. It pulls cash out of the business, it forces teams into constant rework, and it creates confusion that no amount of advertising can fix.

Now, instead of selling to the whole market, ask this question.

𝐖𝐡𝐨 𝐢𝐬 𝐭𝐡𝐞 𝐜𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐲𝐨𝐮 𝐜𝐚𝐧 𝐰𝐢𝐧 𝐞𝐚𝐬𝐢𝐥𝐲, 𝐬𝐮𝐩𝐩𝐨𝐫𝐭 𝐰𝐢𝐭𝐡𝐨𝐮𝐭 𝐬𝐭𝐫𝐚𝐢𝐧, 𝐚𝐧𝐝 𝐠𝐫𝐨𝐰 𝐰𝐢𝐭𝐡 𝐜𝐨𝐧𝐟𝐢𝐝𝐞𝐧𝐜𝐞?

A precise market choice protects the company. It keeps teams focused. It filters out opportunities that only look attractive from a distance. It gives the entire organisation a clearer path to build momentum.

Ha!!!! I don't need marketing; AI will do everything for me now. This is a common mistake when management sees a spreadsheet like this:


Senior marketer: $200K
Mid-level: $120K
Junior: $70K
AI tools: $49/month

Executives wrongly assume:
 
“Why do we need a CMO or Head of Marketing when AI can create content and juniors can post it?”

They fail to realise:
AI accelerates execution.
It does not replace judgment, prioritisation, sequencing, or positioning.

You want to scale bad messaging and positioning at scale, then follow this pattern.

This is how unrealistic expectations around lead generation quietly destroy a brand.


I had a conversation recently that went exactly like this:

Them: “We need at least 1,000 leads a month.”

Me: “Great. How many BDRs do you have to qualify them?”

Them: “Just me and my business partner.”

Me: “Alright… say you somehow qualify 500 a month. Do you have people for onboarding?”

Them: “No, but we’ll manage.”

Me: “And if 50% convert? Do you have a retention team?”

Them: “Of course. It’s me and my business partner. We’re passionate.”

Passion is good.

But passion is not a system.

Passion is not scale.

Passion is not a substitute for infrastructure.

Your brand will collapse if you chase volume without preparing for volume.

Lead generation is a responsibility, one your business must be ready to carry before you ask for more.

If I had to give every department in corporate Australia a tagline… this is how I’d brand them:

HR:
“We’ll get back to you.”
(And by “we,” we mean “never.”)

Marketing:
“This has potential to go viral.”
Translation: we need more budget and a miracle.

Finance:
“We don’t have the budget.”
Even when you ask for a $9 Canva subscription.

Sales:
“No one else in this company works as hard as me.”
They say this while updating their CRM once every financial year.

Engineering:
“If I leave, this company collapses.”
They’ve said this for 8 years and the system still breaks every day.

Product:
“We hear your feedback… but the roadmap is full.”
Forever. Permanently. Till the end of time.

Leadership:
“We need to think strategically.”
Right before asking someone to make another PowerPoint.

IT:
“Have you tried restarting?”
They say this even when the problem is that the whole database is on fire.

Corporate life is basically one long group project where everyone thinks they’re the only one carrying the assignment.

Add your own, what did I miss?

Here are 5 rules I gave to 3 founders when they asked for my marketing advice (and finance loves it)..

-----------------------------------------------------------
𝐅𝐢𝐫𝐬𝐭. Are you earning attention from people who can actually buy, or attracting noise?

𝐒𝐞𝐜𝐨𝐧𝐝. Are buyers reaching decisions faster than they did last quarter?

𝐓𝐡𝐢𝐫𝐝. Is the cost to acquire a customer steady, explainable, and tied to real deals?

𝐅𝐨𝐮𝐫𝐭𝐡. Do customers return, upgrade, or recommend you because they genuinely want to?

𝐅𝐢𝐟𝐭𝐡. Does the brand reduce friction in the sales process by building trust upfront?

---------------------------------------------------------------
If these five signals are healthy, the company grows. 

If even one is weak, the entire engine strains. 

CEOs need a one-page view that sharpens decisions.

Marketing becomes a strategic advantage when leadership starts judging outcomes.

That shift is what separates companies that stall from companies that scale with intention.

Scarcity and urgency are NOT the same thing, yo!


Scarcity is “there’s not much left.”
Urgency is “you don’t have much time.”

Scarcity makes people want it.
Urgency makes people move for it.

If you don’t understand the difference, your marketing will always feel confusing and desperate.

That’s it. If you get it, throw me a like. So I know you get it.

I absolutely hate corporate lingo. Hate it. Doesn’t make any sense. BUT BUT BUT…

You know who is my fav person right now?

The one whose email starts with this corporate lingo beauty-

“Let’s circle back in Q1 2026”

Circle me left, right and centre mate… I am all for it.

Will you hire a Marketing Manager from outside your industry?

If yes, why?
If not, why not?

taplio

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